GROUP-4ANKIT MALHOTRA CMM021

AVINASH SINGH CMM023

KRISHNAMURTHY SRIPATHY GLSCM 046

PRAJAKTA TALATHI CMM031

RICHA SINGH CMM033

OPERATION MANAGEMENT

INDEX

Sr No. Topic Page No1 Maple leaf

Case study 3

1-(a) Maple Leaf Excel Sheet

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1-(b) Maple Leaf Analysis

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2 EDC –Plant Location Puzzle

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3 Linear Programming using Manpower Scheduling

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4 Revenue Management

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5 Ten examples on Poka -Yoke

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(1)Maple Leaf Case Study

1-aExcel Calculation :

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1-bMaple Leaf Analysis

From the projections of the demand by using CAGR, we calculate the demand for all 10 years. We understand that the demand is going to cross the supply from the 3rd year from now. So we have 2 options now which are discussed as cases

Case1:- We can plan to put a new plant of 4000 capacity per day as discussed in the case

As the demand surpasses the supply in year 3 as per the projections, we will start establishing a plant at the end of year 1 which will start operating at the end of year 3. We would need the plant at the end of year 3 because the supply is more than the demand from this year at least by 500 units. At this stage if this plant starts operating, trying to match the demand, as the demand is not so high on par with the supply, till 6th year of the operation the supply(9th year from now) is always higher than the demand. In case we don’t want to produce in excess, and go with just matching the supply, the capacity is highly underutilized till the 5th (8th year from now) year of operation. The above figures are the capacities produced in respective years per day. This excess of capacity projected per year would be 300 times of this excess of 10122 cartons per day for 7 years which is 10122*300= 3036600 cartons.

Viewing this from the point of view of satisfying the demand to understand how it effects cost of production over years and how does excess supply or underutilized capacities creates losses

Let’s take the example of 5th year to understand this

Total demand in the year 5 = 10000

Cost of this produce = 42153750

Cost of surplus produce = 13470000

Total cost of produce = 55623750

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For 2600 units of surplus produces, the extra cost is 13470000 or underutilization of the plants. So for 10122 units of surplus produced, the extra cost would be at least 3 times of this.

Forecasting the demand for the next 10 years, for an increase of demand in 10 years, we are increasing the supply by 4000 units in between 4th and 6th year from now. The supply at present is also close to 1000 units higher than the demand. From the forecast we understand that there is an increase of 500 units per year which might be a generic increase in demand each year. Increasing the capacities by 4000 units in a period of 2 years is magnifying our projected demand by 8times suddenly which would lead to high inventories or capacity underutilization which is undesirable.

Case 2:- in this case as per the forecast, we can increase the capacity of the plants in incremental phases. As per the projections, we can increase the capacity of the LA plant in 4th, 6th, 8th and 9th years by 1000 units each. Though there is a partial surplus or deficit in the supply, the overall surplus is only 222 units till the 10th year of projection. Moreover the excess produced in the preceding year can be utilized by the next year.

Planned incremental production at LA instead of establishing a new plant

Taking example of 5th and 10th year to understand this,

Fifth year of produce

Total demand = 10000

Total supply = 9900

Cost of produce = 48251250

Deficit of the product = 100

Opportunity loss in this = 100*300*10 = 300000(considering those 100 were produced by plant at Guadalajara)

Tenth year of produce

Total demand = 13000

Total supply = 12600

Cost of produce = 59358750

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Deficit of the product = 400

Opportunity loss in this = 400*300*10 = 1200000(considering those 100 were produced by plant at Guadalajara)

Now let us see what is the total cost incurred if we establish a new plant as well as if we go by increasing the capacity of existing plant. Assuming that avg. cost of production is 14.6 excluding the new plant and 15.75 including the new plant (avg. of the production cost per carton from cities) still the extra cost that would be needed to produce unnecessary capacity is more than 40 times than planned and incremental production of cartons. So one of our solutions would be not to go with the new plant but increment the capacity of LA plant as per discussed volumes.

 Establishing new plant

Increasing Capacities

Total demand 87078 87078

Total supply 97200 87300

Cost of produce 425736000 412492500

Cost of surplus produced 44334360 1048950

avg cost of production 14.6 15.75

Instead of increasing the capacity or for going for a new plant, suppose if we produce at maximum capacity now and hold inventory to supply for future growth in demand, with the projection and with the accumulated inventories, we would be able to cater till 5th year from now with the accumulated inventories. So our other solution would be to incrementally increase the supply after 5 years by forecasting the demand at that point of time.

From the 2 best alternatives, our recommendation would be to produce surplus in the first 3 years (maximum capacity) so that we can use this for the requirement in future which is till 5 years. Depending on further projections, we can plan increase in the capacity incrementally.

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(2)EDC PLANT LOCATION PUZZLE

EDC is a leading cycle manufacturing, well-positioned and profitable company in the USA. It specializes in producing high quality bicycles at a cheaper price as compared to its competitors.

It has 30% market share due to the following strengths:

Employees – Passionate about bicycles; updated with the latest trends and styles in the market; high innovation levels; capable of taking risks in trying out the latest prototypes

Cohesive Organization – Excellent co-ordination amongst various departments like marketing, engineering, designing and manufacturing; inter-department communication easy and changes were made quickly and effectively

Market Reputation – Successful foray into the high end market

Problems faced by EDC

Bicycle industry has reached the saturation point in the US; growth is slow at just 2% per year

Increased competition Unlike the US, Asia has double digit growth in the bicycle market. EDC has no

presence in the Asian markets to take advantage of this increase in demand

To foray into the Asian market, EDC now has to formulate the location of their new plant. The countries shortlisted by EDC are:

1. India2. Malaysia3. Vietnam4. Cambodia5. Indonesia6. China 7. Taiwan

Strategy

EDC is looking at this expansion from a long term strategic perspective, it should go for a Green Field Investment (Open up a new, adequately automated plant in Asia). The Company can use this manufacturing facility as a base to export to

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other Asian countries. Also the domestic demand in each of the above mentioned Asian countries is robust and healthy.

Green Field Investment Pros:

Ability to scale and expand Lowest labour and manufacturing costs as the plant can be fully automated if

required and have advantage of low labour costs in Asia Full control over the plant and the quality of production Plant would be capable to implement and manufacture new designs Can achieve economies of scale EDC can reproduce the same culture and also use the technological know-how

to produce quality products

Green Field Investment Cons:

Very high initial investment Time taken for implementation would be much more compared to other

strategies Could face hurdles related to licensing, patent protection, political backlashes

etc.Most importantly owning the whole plant will give more power to EDC to align the two plants and use plants in different parts to their advantage.

Factors / Pillars of Competitiveness Considered

The important factors that need to be considered while starting a bicycle plant in any new location are:

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Pillars of Competitiveness related to the Bicycle Industry

Let us consider each of the Pillars of Competitiveness in detail and why are they important in determining the location of new EDC Plant.

Macroeconomic Environment

The stability of the macroeconomic environment is important for business and, therefore, is significant for the overall competitiveness of a country. Although it is certainly true that macroeconomic stability alone cannot increase the productivity of a nation, it is also recognized that macroeconomic disarray harms the economy.

Firms cannot operate efficiently when inflation rates are out of hand. It is important to note that this pillar, a qualitative dimension, evaluates the stability of the macroeconomic environment, so it does not directly take into account the way in which public accounts are managed by the government.

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Infrastructure

Well-developed infrastructure reduces the effect of distance between regions, integrating the national market and connecting it at low cost to markets in other countries and regions.

A well-developed transport and communications infrastructure network is a prerequisite for the access of less-developed communities to core economic activities and services. Effective modes of transport enables secure and timely manner and facilitate the movement of workers to the most suitable jobs.

Economies also depend on electricity supplies that are free from interruptions and shortages so that businesses and factories can work unimpeded.

Finally, a solid and extensive telecommunications network allows for a rapid and free flow of information to ensure that businesses can communicate and decisions are made by economic actors taking into account all available relevant information.

Labour

The efficiency and flexibility of the labour market are critical for ensuring that workers are allocated to their most effective use in the economy and provided with incentives to give their best effort in their jobs. Labour markets must therefore have the flexibility to shift workers from one economic activity to another rapidly and at low cost, and to allow for wage fluctuations without much social disruption.

Efficient labour markets must also ensure clear strong incentives for employees and efforts to promote meritocracy at the workplace, and they must provide equity in the business environment between women and men. Taken together these factors have a positive effect on worker performance and the attractiveness of the country for talent, two aspects that are growing more important as talent shortages loom on the horizon.

Suppliers / Ancillarisation

Countries with efficient goods markets are well positioned to produce the right mix of products and services given their particular supply-and-demand conditions, as well as to ensure that these goods can be most effectively traded in the economy. Healthy market competition, both domestic and foreign, is important in driving market efficiency, and thus business productivity, by ensuring that the most efficient firms, producing goods demanded by the market, are those that thrive.

The best possible environment for the exchange of goods requires a minimum of government intervention that impedes business activity. Market efficiency also depends on demand conditions such as customer orientation and buyer sophistication. For cultural or historical reasons, customers may be more

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demanding in some countries than in others. This can create an important competitive advantage, as it forces companies to be more innovative and customer-oriented and thus imposes the discipline necessary for efficiency to be achieved in the market.

Financial Stability

Financial Stability channels resources to those entrepreneurial or investment projects with the highest expected rates of return rather than to the politically connected. A thorough and proper assessment of risk is therefore a key ingredient of a sound financial market.

Business investment is also critical to productivity. Therefore economies require sophisticated financial markets that can make capital available for private-sector investment from such sources as loans from a sound banking sector, well-regulated securities exchanges, venture capital, and other financial products. In order to fulfil all those functions, the banking sector needs to be trustworthy and transparent. Financial markets need appropriate regulation to protect investors and other actors in the economy at large.

Political Stability

The institutional environment is determined by the legal and administrative framework within which individuals, firms, and governments interact to generate wealth. The quality of institutions has a strong bearing on competitiveness and growth. It influences investment decisions and the organization of production and plays a key role in the ways in which societies distribute the benefits and bear the costs of development strategies and policies.

Government attitudes toward markets and freedoms and the efficiency of its operations are also very important: excessive bureaucracy and red tape, overregulation, corruption, dishonesty in dealing with public contracts, lack of transparency and trustworthiness, inability to provide appropriate services for the business sector, and political dependence of the judicial system impose significant economic costs to businesses and slow the process of economic development.

In addition, the proper management of public finances is also critical for ensuring trust in the national business environment. Private-sector transparency is indispensable to business; it can be brought about through the use of standards as well as auditing and accounting practices that ensure access to information in a timely manner.Market Size

The size of the market affects productivity since large markets allow firms to exploit economies of scale. Traditionally, the markets available to firms have been constrained by national borders. In the era of globalization, international markets have become a substitute for domestic markets, especially for small countries.

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By including both domestic and foreign markets in our measure of market size, we give credit to export-driven economies and geographic areas that are divided into many countries but have a single common market.

Ease of doing business

There is no doubt that sophisticated business practices are conducive to higher efficiency in the production of goods and services. Business sophistication concerns two elements that are intricately linked: the quality of a country’s overall business networks and the quality of individual firms’ operations and strategies.

When companies and suppliers from a particular sector are interconnected in geographically proximate groups, called clusters, efficiency is heightened, greater opportunities for innovation in processes and products are created, and barriers to entry for new firms are reduced.

Quality of life

A healthy workforce is vital to a country’s competitiveness and productivity. Workers who are ill cannot function to their potential and will be less productive.

In addition to health, this pillar takes into account the quantity and quality of the basic education received by the population, which is increasingly important in today’s economy.

Technology

The technological pillar measures the agility with which an economy adopts existing technologies to enhance the productivity of its industries, with specific emphasis on its capacity to fully leverage information and communication technologies (ICTs) in daily activities and production processes for increased efficiency and enabling innovation for competitiveness.

The central point is that the firms operating in the country need to have access to advanced products and blueprints and the ability to absorb and use them.

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PLANT LOCATION ANALYSIS

** All ratings are on the scale of 1-7

** Factors = Ratings * Weightage

Source

http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2013-14.pdf

http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/ us_pip_GMCI_11292012.pdf

As seen from the table, Taiwan is the most suitable location to start the new plant.

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Positive factors In order to lure investors, Taiwan has set up trade free zones for exports. This is

an encouraging sign for EDC. Labour cost is low; productivity however, is very high. The Taiwan currency is also by and large undervalued. Thus, it helps exports into

other developed economies. Large number of suppliers. Existence of large number of SME’s gives an

opportunity for EDC to develop its backend infrastructure by collaborating with these suppliers and increase efficiencies and reduce costs.

Plant setup cost would be low. As the TWD is significantly undervalued compared to the USD, the investment required would be comparatively lower.

Having a manufacturing facility in Taiwan would give proximity to Indian and South-East Asian markets, thereby reducing the freight costs.

Negative Factors Poor infrastructure development when compared to the US. Road connectivity is

low and sophistication of logistics industry as a whole is not satisfactory. Frequent power outages; uncertainty pertaining to utilities. Lack of skilled and innovative labour Language and cultural differences could be a barrier

Conclusion

After considering above factors and comparison with other countries EDC should open a plant in Taiwan. It should form a team of experts who would lead the entire project and co-ordinate with the experts in the US.

EDC should open a small office in Taiwan and hire few local employees. These people should have very good knowledge of the local regulations, customs and culture and have high project management skills.

Thorough research about Taiwanese culture, market and competition and government policies needs to be conducted. Based on the research, marketing and operations strategies need to be devised.

Finalize a location considering various parameters of road connectivity, air connectivity and cost while keeping in mind the long term strategy.

Invest in adequate production technology considering technical skills of local labour and low costs of labour.

EDC should train employees to improve productivity before production starts.

EDC should base all decisions in this regard, considering the move as a long-term strategic advantage.

(3)

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Re - Scheduling Manpower using Linear Programming. In the Services Industry, workforce scheduling is of essential importance to ensure continuous customer satisfaction, by optimizing the workforce so that the quality delivered is always 100%. This could be in hospitals, Banks, BPO’s or hotels (personnel). In the real world scenario, there are various challenges with this activity – Start Days/ Time; Week Offs/ Breaks; Working days/ hours; Repetitive Scheduling. The final objective is to zero in on the approximate number of people required given the challenges and have the optimal profit.

Linear Programming helps us greatly to design an appropriate plan. We can further add constraints to deal with the problems discussed above as follows:

1. Determine the least workforce strength required for the period/time. Determine for each day the least workforce required. This could be the case with temporary or part time workers.

2. As per the division of the period blocks/ time blocks, determine the start day/ start time and the break time.

3. Establish the working days/ hours, whether the employee works for 6 days in a week from the day of joining or how many hours will he/she work in a day.

4. Make provisions for off days/ breaks and ensure someone is working during that time. Some employees might be on a break while others work.

The one important constraint to keep in mind is that the demand of workforce is to be met and can be exceeded. However, extra workforce means idle time and waste of resources.

Example: A certain Bank has the requirement of 10-18 tellers depending upon the time of the day at their counters. We have the below table for the number employees required for hourly basis.

Between Number Required

9AM– 10AM 10

10AM-11AM 12

11AM-NOON 14

NOON-1PM 16

1PM-2PM 18

2PM-3PM 17

3PM-4PM 15

4PM-5PM 10

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a) The bank at present has 12 Full time employees and has some part time employees.

b) Part time employees can work exactly for 4 hours and at a stretch.c) Part timers earn $7 / hour and Full timers earn $90/hour.d) Full timers get a one hour lunch break- half take at 11 and half take at 12. e) Each Full time employee works 35 hours per week.f) Part time hours are maximum 50% of a day’s requirement.

Now the bank wishes to re-schedule its full time and part time employees in such a way that it is also willing to release 1 or 2 full time employees if it is cost effective.

Solution:

Decision variables:

F: number of full time employees

P1: number of part time employees that start work at 9AM

P2: number of part time employees that start work at 10AM

P3: number of part time employees that start work at 11AM

P4: number of part time employees that start work at 12AM

P5: number of part time employees that start work at 1AM

Constraints:

Maximum F ≤ 12

Part time (< 50%) is ≤ 56 (total man hours = 50% of 112)

Objective Function

Cost of Part time workers: $28/day

Cost of full time workers: $90/day

Taking account into the above variables the objective function is to minimize the cost:

Z= minimize 90F+ 28 (P1+P2+P3+P4+P5)

Now we calculate the number of full time and part time resources required.

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Timing Function

9-10 F+P1 ≤ 10

10-11 F+P1+P2 ≤12

11-12 F+P1+P2+P3 ≤14

12-1 F+P1+P2+P3 +P4≤16

1-2 F+P1+P2+P3 +P4+P5≤18

2-3 F+P3 +P4+P5≤17

3-4 F+ P4+P5≤15

4-5 F+ P5≤10

Below is the solved linear programming solution to find the number of full time and part time workers required.

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Number of full time employees: 10

Part time employees at 9AM : 6

Part time employees at 10AM : 1

Part time employees at 11AM : 2

Part time employees at 12PM : 2

Part time employees at 1PM : 3

Thus, we have calculated the optimal work force required to work in the above problem by reducing 2 full time employees and rescheduled the workforce for part time employees.

(4)Revenue Management

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Revenue Management, formerly known as Yield Management, is the application of disciplined analytics that predict consumer behaviour at the micro-market level and optimize product availability and price to maximize revenue growth. The primary aim of Revenue Management is selling the right product to the right customer at the right time for the right price and with the right pack. The essence is in understanding customers' perception of product value and accurately aligning product prices, placement and availability with each customer segment.

Today the term yield management is outdated and has been replaced with the term revenue management which reflects a broader perspective.

Yield management – Refers to an inventory-centric approach to selling the right product to the right customer at the right time at the right price.

Revenue management – Refers to a business practice designed to optimize the revenue potential of an asset through all market conditions.

Yield management principles remain as a fundamental component of revenue management and several conditions must exist for it to apply. Those conditions are as follows:

A fixed amount of resources are available for sale at any given time  Resources are perishable (after a given point in time, resources are not

sellable) Different customers are willing to pay a different price for the same resources There is some ability to predict future demand for resources

Unlike the principles of Economics, Demand does NOT need to exceed supply in order for revenue management principles to apply

The discipline was predominantly reactive in nature. The two tactical levers of pricing and inventory controls were used either independently or in conjunction with each other in response to existing demand. 

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Revenue Management Today

Today, revenue management practitioners are far more proactive in that they contribute to driving revenue streams vs. simply reacting to them. Operations may not have a dedicated resource, but do apply revenue management principles – weather they realize it or not.

The process that most practitioners follow today involves a continuous cycle of six basic steps. Let us understand them by taking an example of Bombay-Pune-Bombay AC Volvo bus service of Neeta Bus.

Step 1: Tracking

Mainly consists of data collection and segmentation.

Below are just a few examples of what should be retained by a bus service provider with the primary focus being on maximum revenue generation:

Historical key performance indicators (KPI’s) -- Units sold -- Occupancy -- Average Rate -- Revenue per available seat

Market segment production by day-- Leisure (front seats or back, seats with leg rest or simply back rest)-- Traveller frequency -- Group -- Contract

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Rate plan production Channel production Reservation sales volume Pace vs. same point in time prior year Competitive intelligence

-- KPI benchmarking -- Publically available pricing -- Key actions

Step 2: Forecasting

Predicting future demand based on past results is a good starting point to developing a strategy. Of course changes in market conditions, competitive supply, capacity constraints, floating holidays and special events, weather conditions, economic climate and other external factors necessitate some additional thought around true demand potential.

Every forecast involves some margin of error so it is important to determine what your thresholds are for error. These may vary considerably for a 30-60-90 day financial forecast as opposed to a weekly operational forecast. Upside tolerances (exceeding forecast) may also be greater that downside tolerances (missing forecast).

What to forecast is also critical.

Step 3: Pricing

Those without an understanding or appreciation for the scope of the discipline often equate revenue management to simply changing prices, or worse - discounting. The reality is that pricing today is far more complex than this.

Basic economic theory would dictate that equilibrium pricing, where the demand curves meets the supply curve, would be optimal. Unfortunately, for a bus service operator, resources required (fuel price variations, group discounts, bulk booking, advance booking, more buses during weekends and seasons, more human resources etc.) are variable. So this approach would under-utilize a given resource’s potential.

Like the airlines that experimented with different fare classes based on advance purchases, bus operators also attempt to fence demand by placing certain conditions around what customers can obtain what rates. Those fences can consist of differences in policies, booking channels, advance purchase deadlines, affinity groups and more.

For Neeta Volvo, the breakeven point is 25 seats out of total 42 seats sold at INR 250. The bus operators try to maximize the bus journey profit

Other pricing considerations and techniques may include elements such as:

Competitive price

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Bracketing (pricing above and below a competitor simultaneously) Increasing or decreasing granularity (changing pricing steps between products) Value adds Volume concessions Up-selling Ancillary revenue potential

The end game is always to optimize the revenue potential for a given asset. This extends beyond the core product offering.

Step 4: Inventory Management

Once future demand has been forecasted and pricing strategies determined, resource allocation or inventory management comes into play. Inventory management simply means opening or restricting inventory for sale based on certain conditions.

Depending on the system configurations, inventory controls may be placed at various levels.

To further add complexity, in certain situations restrictions can also be placed at the rate category or rate type levels. The same restriction control placed at any given level will have a dramatically different impact for the property.

Step 5: Distribution

Distribution refers to how passengers find and book a seat. Telephone, Travel Agencies and Internet Booking Engines are all examples of distribution channels. Each may offer a different value proposition, but each requires that a revenue management professional think through how to best leverage the potential that each represents.

Costs and production performance also vary considerably by channel, so clearly understanding those elements is very important in determining a distribution strategy. For bus booking, online booking provides some discounts for early booking, or for using certain type of payment method, etc. booking with Travel Agencies has the advantage of bargain and striking a desirable deal for both, the bus service and the passengers.

Step 6: Communication

Despite the best intentions and careful planning, a sound strategy can be easily derailed if key stakeholders don’t understand the role they play or don’t believe in the approach. This is true for front-line associates as well as senior leadership.

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A company culture that supports revenue management efforts is a vital. Without it, the impact of applying revenue management principles will be significantly diminished.

Bus coordinators have excellent communication amongst each other; regarding passenger information, seat vacancy, buses inline, bus breakdown, etc.

Steps conclusion

Of course once a strategy has been implemented the process begins again with Step 1 - tracking. This process is one of continuous improvement; however, some actions will have a positive impact and others won’t.

To summarize the Neeta Bus service Revenue Management Method,

Minimum 25 seats with cost of 250 is necessary to be filled Seize seasonal/ weekend opportunities and cost per seat can go as high as 400-

500 per seat Online booking and Agent booking prices vary, online booking saves the

overhead of labour and resources used and also assures guaranteed bus booking; whereas agents help in direct sales and marketing of the bus service

Different boarding points sell tickets at different rates and the coordinators take responsibility of filling these seats to the best possible yield

Neeta owns a fuel pump and a hotel; the bus stops to refill fuel and un-boards passengers at the hotel, thereby giving business to the hotel as well. Thus optimising their inventory and other resources

Contracts with travel agencies and online engines are based on share shift vs. straight margins

Future

Revenue optimization or a similar term reflecting additional focus on non-core inventory elements

Revenue optimization will become more quantitative vs. qualitative. Distribution will continue to become even more complex than it is today as new

business models emerge to fill specific customer needs. Disintermediation will not occur, but cost of distribution will come down. Supplier

direct business will continue to be a major contributor to an organizations overall revenue mix, but contribution percentages will plateau.

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(5)Ten Examples of POKA-YOKA

1. Date columns used in websites :the date fields used in a website usually have an inbuilt calendar built in them. you are allowed only to choose a date from the calendar and will not be able to enter anything else apart from the available dates. This is done to avoid dates being entered in different formats.

2.Automobile : These days to switch on the cars, we would need to press the cluch before turning on the ignition so that car doesn’t jerk even if it is put in gear.

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3. Mobile – In unlocking a mobile phone using a pattern, if you draw an incorrect pattern, the display shows you the pattern in red as what you have drawn is incorrect and you should know it so that you draw the correct pattern this time so that the phone unlocks.

4.HealthCare : Hand wash Poka Yoke at west minister medical centre – in this medical centre, whoever enters in or moves out of any patients room or operation theatre are stopped by a stick door. The door is always closed unless you take hand sanitizer in your hand to clean your hands thereby ensuring that the doctors who examine the patients have their hands always clean.

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5. Latching of toilet in a plane to get the lights on: In a Aeroplane whenever u enter a toilet, unless you latch it, the light doesn’t get switched on. This leads in everybody closing the latch proper way as everyone would need light. This also ensures that no one else tries to enter it by turning on the occupied display.

6. Adjustable Hair Clipper : An adjustable hair clipper is used to cut your beard or hair to any required length. The hair cannot be cut accurately to the required length manually. So in order to avoid excessive cutting or under cutting, we can use a hair clipper to cut the hair exactly to the required length.

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7. Doors of MRT :The doors of MRT open only when the train has arrived and stopped and close when the train goes off or is not present in the station. This is to make sure that no one enters the track when the track is vacant or so that no one falls on the track accidentally.

8.Blocking of Websites by Admin of Colleges or Companies : Apart from websites that are helpful in gaining knowledge or useful for work purposes, other websites are blocked by the admin department of colleges or companies so that students/employees would not be able to access those sites and waste their time.

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9. Whistle weight used on pressure cookers - pressure cookers are fitted with whistle weights to blow off the excess pressure created in the cookers so that the pressure built inside the cooker will not burst because of excess pressure.

10. Powered room key holder : Our rooms in hostel are equipped with a room key holder which turns off the power when the key is removed.  This insures no electricity

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flows to the room while it is vacant. so chance of anyone leaving fan & Aircon on has been eliminated.

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